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and are doing something constructive?
Management’s New Paradigm
AS WE ADVANCE deeper into the knowledge economy, the basic assumptions underlying much of what is taught and practiced in the name of management are hopelessly out of date.
The center of a modern society, economy and community is not technology.
It is not information.
It is not productivity.
The center of modern society is the managed institution.
The managed institution is society’s way of getting things done these days.
And management is the specific tool, the specific function, the specific instrument, to make institutions capable of producing results (on the outside).
The institution, in short, does not simply exist within and react to society.
It exists to produce results on and in society.
… snip, snip …
Management’s concern and management’s responsibility are everything that affects the performance of the institution and its results—whether inside or outside, whether under the institution’s control or totally beyond it.
Management’s New Paradigm (PDF from Forbes) Edited versions are also contained in Management, Revised Edition and Management Challenges for the 21st Century.
Table form for action identification
HTML list
Management brainscape
Reality Check
Send a capable employee and auditor to the library. The capable employee is to select thirty company names completely at random from a list of prominent companies from 1980. The auditor’s role is to make sure that no judgement is used in the selection — no familiar names, just random.
Another employee is assigned the task of finding an information resource that can be used to explore the histories of the selected companies.
A group of several employees could be tasked with developing some simple summary statements that can be applied to each company: name no longer exists; all traces of the company are gone; merged and disappeared; still hanging in but barely hanging on; erratic record of growth; uninterrupted record of growth (low, medium, high)
A group of employees rates the selected companies using the information resource.
The results could be leaked through the grape vine.
Examples
 Toward new organizations
From Computer Literacy to Information Literacy
Google News Search for “HP CEO”
Who Says Elephants Can't Dance?: Leading a Great Enterprise through Dramatic Change
Toyota Production System (Beyond Large-Scale Production)
Connections
Mental patterns
Organization evolution © ℠ concept map
Linear view of organization evolution © ℠
Evolving organization structures
Patterns of development
Organization evolution © ℠ :: Concept Introduction
Organization evolution © ℠ :: Work approach
Peter Drucker: Conceptual Resources
The Über Mentor
A political / social ecologist
a different way of seeing and thinking about
the big picture
— lead to his top-of-the-food-chain reputation
about Management (a shock to the system)
“I am not a ‘theoretician’; through my consulting practice I am in daily touch with the concrete opportunities and problems of a fairly large number of institutions, foremost among them businesses but also hospitals, government agencies and public-service institutions such as museums and universities.
And I am working with such institutions on several continents: North America, including Canada and Mexico; Latin America; Europe; Japan and South East Asia.” — PFD
List of his books
Large combined outline of Drucker’s books — useful for topic searching.
“High tech is living in the nineteenth century,
the pre-management world.
They believe that people pay for technology.
They have a romance with technology.
But people don't pay for technology:
they pay for what they get out of technology.” —
The Frontiers of Management
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